The author aims to use the transformational theory and servant leadership style to ensure the organization survives the changes needed to succeed in the industry specifically the importance of collaboration with new and old employees to improve the organization and individual success to allow for a successful "off-shore" move
To accomplish this the author will need to revisit and review who the client is, what results the organization is aiming to achieve and how the results can be accepted and measured, services provided to the clients and finally how it will affect the company specifically the internal structure and operations and their employees (Grant Craft, 2013). .
Burns (1978) as indicated in (Herald, et al., 2008) documented that leaders who demonstrated transformational behaviors appeal to followers and their viewpoint of values and are then able to have employees see a higher vision and inspire followers to put forth of themselves in the service of realizing and accomplishing that vision as a team. Emery and Barker (2007) agree with Burns (1978) and Herald, et al. (2008) and indicate leaders who follow the transformational theory exhibit concern for the employee individual needs and treat each employees as an individual. Allowing for employees to bring forth their strengths and knowledge to the team. Furthermore, Emery and Barker (2007) note that by mentoring, the leader assist employees with goals by encouraging employees to review the way they have accomplished tasks and think of new ways to change the behavior to better themselves and the organization. .
According to Wong and Page (2003); Servant leadership includes two areas: Servant hood and Leadership. Servant hood leaders are described by mentoring employees who contribute to the developing of the organization. As a leader the author will inspire and motivate the employees to see the bigger picture and allow for growth through changes in training and how things are accomplished.
